Growth is not linear, but a roller coaster ride of adrenaline highs and stomach-churning lows. Business leaders need both the endurance and the ability to shift their approach when necessary to keep their business on a sustainable growth path in the long run. The authors followed more than 110 CEOs of young, innovative companies from more than 20 different countries and different industries for more than five years. Their research raises an important paradox in managing growth: The same behavior th … Read more »

Growth is not linear, but a roller coaster ride of adrenaline highs and stomach-churning lows. Business leaders need both the stamina and the ability to shift their approach when necessary to keep their business on a sustainable growth path in the long run. The authors followed more than 110 CEOs of young, innovative companies from more than 20 different countries and different industries for more than five years. Their research raises an important paradox in managing growth: The same behaviors that may be necessary or advantageous for a company to grow in the good times easily become traps the poor. With this in mind, and the ways to manage them, especially increases the likelihood of success. In particular, the authors identify four shifts in the mindset that leaders need to do in volatile environments if they are to be effective: the adherence of their guns, to working with their critics, the fact that the protagonist to getting an enabler of always a step ahead, to making sure all stay on the same page, with extremes of life firmly on course. Especially the CEOs need to stay grounded in a strong set of personal values ​​such as humility, kindness, patience and a fair treatment that ultimately help organizations better with the storms and back quicker on their feet on the sunny days of growth.

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from
Julia Prats Moreno,
Marc Sosna
Source: IESE Insight Magazine
8 pages.
Release Date: 15, September 2009. Prod #: IIR033-PDF-ENG
Managing the Dark Side of Growth HBR case solution